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In the US, a growing number of organizations and industries are seeking to affirm their commitment to and efforts around diversity, equity, and inclusion (DEI) as recent events have increased attention to social inequities. As health care organizations are considering new ways to incorporate DEI initiatives within their workforce, the anticipated result of these efforts is a reduction in health inequities that have plagued our country for centuries. Unfortunately, there are few frameworks to guide these efforts because few successfully link organizational DEI initiatives with health equity outcomes. The purpose of this chapter is to review existing scholarship and evidence using an organizational lens to examine how health care organizations can advance DEI initiatives in the pursuit of reducing or eliminating health inequities. First, this chapter defines important terms of DEI and health equity in health care. Next, we describe the methods for our narrative review. We propose a model for understanding health care organizational activity and its impact on health inequities based in organizational learning that includes four interrelated parts: intention, action, outcomes, and learning. We summarize the existing scholarship in each of these areas and provide recommendations for enhancing future research. Across the body of knowledge in these areas, disciplinary and other silos may be the biggest barrier to knowledge creation and knowledge transfer. Moving forward, scholars and practitioners should seek to collaborate further in their respective efforts to achieve health equity by creating formalized initiatives with linkages between practice and research communities.

This qualitative study explores how multinational enterprises (MNEs) approach sustainable innovation through the lens of innovation theory and doughnut economics. The study proposes a conceptual framework to evaluate the practices of businesses and the findings illustrate how sustainable innovation occurs within two MNEs. Based on interviews with professionals of two Swedish MNEs, responsible for sustainability, the study examines how sustainable innovations lead to the redesign of core business pillars and transforms the operating market for the MNE. Overall, this study makes a theoretical contribution by formulating an application of Raworth’s (2017) doughnut model to business strategy. It also provides practical insight into the dynamics of sustainable innovation, which aims to inform and inspire further progress in sustainable development by businesses and academia.

This chapter aims to present the context, the approach and the pedagogical tools deployed at École Centrale Marseille (ECM) to promote gender equality in engineering education. The ECM has put several mechanisms in place such as challenging traditional gender stereotypes, social representation of the engineering profession and facing the realities of a professional world that is overwhelmingly masculine, including awareness of the glass ceiling effect on access to positions of responsibility and prevention of sexual harassment. The ECM model combines multidisciplinary studies with a professional grounding with the aim of educating students to be able to transform society. In 1997, the ECM founded the Mediterranean Network of Engineering Schools with the main goal of fostering sustainable development in the Mediterranean basin. The ECM has been part of the community of practice on gender equality initiated by Mediterranean Network of Engineering Schools through its participation in the H2020 TARGET project on gender equality in research and higher education.

The COVID-19 pandemic has disrupted the ‘real’ world and substantially impacted the virtual world and thus the Internet ecosystem. It has caused a significant exogenous shock that offers a wealth of natural experiments and produced new data about broadband, clouds, and the Internet in times of crisis. In this chapter, we characterise and evaluate the evolving impact of the global COVID-19 crisis on traffic patterns and loads and the impact of those on Internet performance from multiple perspectives. While we place a particular focus on deriving insights into how we can better respond to crises and better plan for the post-COVID-19 ‘new normal’, we analyse the impact on and the responses by different actors of the Internet ecosystem across different jurisdictions. With a focus on the USA and Europe, we examine the responses of both public and private actors, with the latter including content and cloud providers, content delivery networks, and Internet service providers (ISPs). This chapter makes two contributions: first, we derive lessons learned for a future post-COVID-19 world to inform non-networking spheres and policy-making; second, the insights gained assist the networking community in better planning for the future.

The UAE only officially formed in December 1971, now has seven Emirates joined together as a nation under one President. Since its establishment as a sovereign, independent country around just 50 years ago, the UAE has accelerated advancement across numerous sectors at notable speed, and science, technology, and Research & Development (R&D) sectors are no exception. Research Management and Administration (RMA) as a profession is in the relatively early stages of being recognised as a distinct and niche skill set; at present, the UAE largely imports experienced international talent to fill RMA roles. However, the country’s strides in progressing R&D infrastructure and goals of elevating ranks from regional to global R&D leader is beginning to generate a legitimate career ladder for RMA professionals across the country. This, paired with the UAE’s commitment to engage more Emirati nationals in the workforce, is cultivating a viable environment for the RMA profession to emerge more significantly from general administration and begin generating a skilled talent pipeline of RMA professionals within the UAE.

This chapter insists that evaluation of the process and results of cocreation is a precondition for continuous improvement and helps maintain support from external sponsors and funders. The main benefits of systematic evaluation of cocreation are learning and legitimacy rather than control and allocation. The chapter scrutinizes the two most common evaluation tools, formative and summative evaluation, and finds that they both fail to appreciate the emergent character of cocreation processes. The solution to this problem is to supplement formative and summative evaluation with developmental evaluation, which prompts the participating actors to engage in a critical interrogation of what they are doing, the reasons for doing it, and the results they achieve. Finally, the chapter explains how the commitment of developmental evaluation to using real-time data in the evaluation of change theories can be pursued through a collective impact strategy.

This chapter looks at the crucial role that local action plays in achieving the SDGs. It begins by revisiting the transition from the Millennium Development Goals to the Sustainable Development Goals and ponders the reasons why we should have faith in the prospect for successful goal attainment. Next, it demonstrates the importance of local responses to global problems and challenges targeted by the SDGs and discusses the motivation of local actors to contribute to the changes that need to be made in order to generate inclusive prosperity while protecting the planet. Finally, the chapter identifies some of the key barriers to local action and reflects on how we broaden the scope and improve the conditions for local people and organizations to initiate and drive change.

This chapter looks at how Goal 17 on partnerships can be a lever of change. It discusses the partnership approach to achieving the SDGs and unravels the key functions of networks and partnerships, such as knowledge sharing, coordination, and collaborative governance. It carefully explains why we need to shift the focus of the global debate from collaborative governance to the cocreation of public value outcomes. It then provides a schematic account of the different steps in the process of cocreating outcomes, which include initiation, design, implementation, and evaluation. Finally, the chapter identifies the key merits of cocreation and looks its dark side straight in the eye.